BI Expert Panel. Planning Business Intelligence Solutions Avoiding Common Challenges Applying Best Practices

Transcription

1 BI Expert Panel Planning Business Intelligence Solutions Avoiding Common Challenges Applying Best Practices SolidQ Mentors: Rushabh Mehta Mark Tabladillo Paul Turley Erik Veerman

2 Objectives Facilitate a conversation about experiences & common pitfalls in BI projects Discuss & promote best practices Have fun Please participate! 2

3 Introduction Summary Agenda Session Blocks 9:30 10:30 10:45 11:45 15 min break Discussion Topics Workshop Data Sourcing & Transformation Dimensional & Semantic Modeling Data presentation & Delivery Managing requirements & stakeholder expectations Whiteboard Solutions Best Practices & Success Stories Mark Tabladillo Rushabh Mehta Paul Turley Erik Veerman 3

4 BI Project Dynamics Questions: How do BI projects differ from conventional database projects? What s unique about long or short project? What is the formal requirement process? 5

5 BI Solution Continuum Data Sourcing & Transformation Dimensional & Semantic Modeling Data Presentation & Delivery Requirements & Expectations 6

6 Theory Project Timeline Data Sourcing Cleansing & Transformation Modeling Presentation & Delivery 7

7 Reality Project Timeline Data Sourcing Cleansing & Transformation Modeling Presentation & Delivery 8

8 Theory Project Timeline Get Documented Requirements from the Business Design Solution Build & Deliver 9

9 Theory One Project Timeline 10

10 Reality Multiple Project Timelines 11

11 BI Solutions and the Laws of Physics Nothing is impossible if you have: A Positive Attitude, Tons of Money, Supernatural Powers the rest of us must set realistic expectations In much the same way that the laws of physics govern the physical world, data always behaves in a predictable way as do BI projects 12

12 Mark Tabladillo DATA SOURCING & TRANSFORMATION 13

13 Data Sourcing & Transformation Essential concepts Solution approaches Common tools 14

14 Data Sourcing & Transformation Common Challenges What Can Go Wrong? Unclear development parameters Emerging standards and validation Rigid design: one size fits all Unclear scope of data use Data cleaning issues: completion, consistency 15

15 Data Sourcing & Transformation Discussion 16

16 Rushabh Mehta DIMENSIONAL & SEMANTIC MODELING 17

17 Dimensional & Semantic Modeling Essential concepts Solution approaches Common tools 18

18 Dimensional & Semantic Modeling Common Challenges What Can Go Wrong? IT-driven BI projects Modeling for data vs analysis One-size-fits-all model Inadequate business representation/input Terminology Data volume analysis too late No proof-of-concept/prototyping 19

19 Dimensional & Semantic Modeling Discussion 20

20 Paul Turley DATA PRESENTATION & DELIVERY 21

21 Data Presentation & Delivery Standardized reports Actions & drill-through Self-service report design Ad hoc analysis Common Challenges What Can Go Wrong? Structured reporting Ad hoc reporting 22

22 Data Presentation & Delivery Discussion 23

23 Erik Veerman MANAGING REQUIREMENTS & STAKEHOLDER EXPECTATIONS 24

24 Requirements & Expectations Common Challenges What Can Go Wrong? 25

25 Your project begins, things are on track, momentum and excitement builds For whatever reason (political, budgetary, customer support, technology issue/bug, scope creep) your project begins to get out of control Executive management enters the scene, demands are made on you, pressure builds on the project management, fingers point Everyone is watching while you try and get control of the project Bad assumptions are made, IT decides to undermine your efforts (after all you are encroaching on their turf) 26

26 Even worse you boss s boss calls in Microsoft to fix the project It s too late the train starts to derail, because now no-one knows where the project started, how it got to where it is at, or how to fix it In the mean time money (and time and energy) is being poured down the drain Project blows up... It s a wreck BUT, the situation is not over: You have to deal with the aftermath You are demoted Budgets are cut in the future 27

27 How can you prevent this? 2011 Solid Quality Mentors 28

28 Expectation and Requirement Management Skills: Leadership Communication Expectation setting* Project management Issue resolution Business savvy Roles: Educator Advisor Broker Lawyer Doctor Fire fighter 29

29 Worst Practices 2011 Solid Quality Mentors 30

30 Bad Practices Sit in your cube with headphones on Browse the web all the time Use the foosball table in the break room (It is NOT to be used, it s there for C-players) Go to lunch every day and be gone for 90 minutes All of a sudden you are out of time and budget When the business wants to change scope, say absolutely, we can do that. Pretending to know something you don t Putting other IT staff on the defensive Completely ignore business s after the project is complete 31

31 Never say: This is going to be so easy, I can fix this in 2 days. I know exactly what the problem is Whoever built this did not know what they were doing You really don t know what you are doing 32

32 The Worst Worse Practice Over promise and under deliver (either technical or non-technical) Set reasonable timelines and deadlines Meet those deadlines Exceed expectations Communicate clearly about issues out of your control that come up Do not forget about the unknowns that will inevitably come up in the project, plan for them and pad your estimate 33

33 Best Practices 1. Check in with the customer often 2. Deliver on time, on budget 3. Demonstrate your expertise by the questions you ask 4. Deliver what the business wanted not what you thought they wanted o o We all translate what we hear to our view of the data world and what we think are the customer s true needs You have to ask clarifying questions to get to the hear of something say it back to them in your words to collaborate 34

34 Best Practices 5. If you say you are going to follow-up on something then followup! o Don t lose credibility for something as simple as this 6. Become the business s Trusted Advisor (they should seek you out). The Best Best Practice Execute on Deliverables Nothing replaces the credibility that comes with delivering on what you/we promised to deliver 35

35 Leadership BI is about business processes Technology supports those, not the other way around. We need to apply technology, not just know it. Often you will be called to lead the business on how to correctly implement something Don t avoid the hard questions. Take them head on. Challenge to you When a meeting starts to lose focus or it becomes, Jump up to the white board!! List needs/issues/goals Drawing architecture diagrams Write up post meeting action items 36

36 Focus on the Business ROI (Return on Investment). It s the reason you have a job Listen, listen, and listen for business needs Ask why things are done the way they are done? Respond with technology solutions that solve business needs? (not because it s cool ) 37

37 Dealing with Issues Every project has them You will often find yourself in the middle of issues! 38

38 Dealing with Issues Get them out on the table as soon as possible Anytime you have to coordinate other IT departments (server, SAN, network) be upfront with the needs and document. Most of the time go with your gut feeling

39 Requirements & Expectations Discussion 40

40 41 Solutions & Best Practices 10:45

41 Quick Recap The dynamics of BI solution requirements hasn t changed In fact, it s gotten worse with the introduction of self-service BI concepts & user-centric tools Requirements will be vague, ill-defined & the will change when you deliver the solution 42

42 Theory Project Timeline Get Documented Requirements from the Business Design Solution Build & Deliver 43

43 Reality Project Timeline Get Some Requirements Get New Requirements Clarify Requirements Business Adds Requirements Design Something Prototype Solution Design Solution Ask for a Change Request Deliver Phase 1 Validate Design Validate Prototype Build Solution Finish Phase 1 Start Phase 2 Throw Design Away 44

44 Understanding Business Requirements Require all parties to speak a common language In most cases: We don t have complete requirements We think we have complete requirements but don t What do you hear when you ask for requirements? 45

45 BI Solution Continuum Data Sourcing & Transformation Dimensional & Semantic Modeling Data Presentation & Delivery Requirements & Expectations 46

46 Project Delivery Scoping Fast Tracking Most challenges consist of: technology people 47

47 Whiteboard Solutions this slide intentionally left blank ;-) 48

48 Take Action Build a proof of concept throw it away Build a better proof of concept throw it away Get management buy-in & investment Apply best practices (even if you believe your business is an exception) Reach-out to experienced experts & members in the community 49

49 Thank You SolidQ SolidQ Journal PASS Training, Consulting, Advice